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Harvard Case - BRAC in 2020

"BRAC in 2020" Harvard business case study is written by Tarun Khanna, Shreya Ramachandran. It deals with the challenges in the field of Strategy. The case study is 29 page(s) long and it was first published on : Nov 23, 2020

At Fern Fort University, we recommend that BRAC adopt a multi-pronged strategy to maintain its sustainable competitive advantage and achieve continued growth in the face of evolving challenges. This strategy will leverage BRAC's core competencies in social development, entrepreneurship, and technology while embracing digital transformation and innovation to expand its reach and impact.

2. Background

BRAC, a leading international development organization, faces a complex landscape in 2020. While it has achieved remarkable success in poverty alleviation and empowerment, it must navigate evolving needs, increased competition, and the impact of the COVID-19 pandemic. The case study highlights BRAC's strengths, including its extensive reach, strong brand reputation, and commitment to social impact. However, it also underscores challenges such as funding diversification, program scalability, and adapting to technological advancements.

The main protagonists of the case study are:

  • Dr. Muhammad Musa, Executive Director of BRAC, who faces the challenge of navigating BRAC's future direction in a rapidly changing environment.
  • BRAC's Board of Directors, who must provide strategic guidance and ensure the organization's long-term sustainability.
  • BRAC's staff, who are crucial in implementing the organization's programs and adapting to new challenges.

3. Analysis of the Case Study

To analyze BRAC's situation, we employ a combination of frameworks:

a) SWOT Analysis:

  • Strengths: Strong brand reputation, extensive reach, experienced staff, diverse program portfolio, commitment to social impact, strong financial position, innovative approach to development.
  • Weaknesses: Dependence on donor funding, limited access to capital markets, challenges in scaling programs, potential for organizational silos, limited digital infrastructure in some areas.
  • Opportunities: Growing demand for development services, increasing interest in social impact investing, technological advancements in data collection and analysis, potential for partnerships with private sector, expansion into new markets.
  • Threats: Competition from other development organizations, economic downturns, political instability, climate change, evolving donor priorities, technological disruption.

b) Porter's Five Forces:

  • Threat of New Entrants: High, as the development sector is relatively easy to enter, but BRAC's established brand and reputation create a barrier.
  • Bargaining Power of Buyers: Moderate, as donors have some leverage, but BRAC's expertise and impact create value.
  • Bargaining Power of Suppliers: Low, as BRAC relies on a diverse range of suppliers.
  • Threat of Substitutes: Moderate, as alternative approaches to development exist, but BRAC's unique model and impact differentiate it.
  • Rivalry Among Existing Competitors: High, as the development sector is crowded with numerous organizations.

c) Value Chain Analysis:

BRAC's value chain consists of:

  • Primary Activities: Program design and implementation, fundraising, research and development, capacity building, advocacy, and monitoring and evaluation.
  • Support Activities: Human resource management, finance and accounting, information technology, communication, and logistics.

d) Business Model Innovation:

BRAC's current business model relies heavily on donor funding. To achieve long-term sustainability, it needs to consider:

  • Diversifying revenue streams: Exploring social impact investing, partnerships with private sector, and fee-based services.
  • Developing innovative financing mechanisms: Utilizing social impact bonds, crowdfunding, and blended finance.
  • Adopting a hybrid business model: Combining traditional development activities with commercial ventures that generate revenue and support social impact.

e) Corporate Governance:

BRAC's strong governance structure is a key asset. However, it needs to:

  • Strengthen transparency and accountability: Enhance reporting mechanisms and stakeholder engagement.
  • Embrace innovation: Foster a culture of experimentation and adapt to evolving needs.
  • Develop a succession plan: Ensure continuity of leadership and knowledge transfer.

4. Recommendations

1. Embrace Digital Transformation:

  • Invest in technology infrastructure: Upgrade IT systems, enhance data analytics capabilities, and leverage AI and machine learning for program optimization.
  • Develop digital platforms: Create online learning platforms, mobile applications for service delivery, and social media channels for communication and engagement.
  • Train staff on digital skills: Equip employees with the necessary skills to utilize technology effectively.

2. Expand Program Portfolio:

  • Develop new programs: Focus on emerging areas like climate change adaptation, urban development, and digital literacy.
  • Scale existing programs: Leverage technology and partnerships to expand reach and impact.
  • Adopt a market-driven approach: Tailor programs to specific needs and leverage market forces to achieve greater impact.

3. Diversify Revenue Streams:

  • Explore social impact investing: Partner with impact investors to attract capital and scale innovative solutions.
  • Develop fee-based services: Offer consulting, training, and research services to governments, corporations, and other organizations.
  • Create social enterprises: Establish businesses that generate revenue and contribute to social impact.

4. Strengthen Partnerships:

  • Collaborate with private sector: Partner with businesses to leverage their resources, expertise, and market reach.
  • Form strategic alliances: Join forces with other development organizations to achieve greater impact and share resources.
  • Engage with governments: Advocate for policy changes and collaborate on development programs.

5. Enhance Brand Management:

  • Develop a clear brand strategy: Define BRAC's unique value proposition and communicate it effectively to stakeholders.
  • Strengthen brand awareness: Utilize digital marketing, social media, and storytelling to reach new audiences.
  • Protect brand reputation: Maintain high ethical standards and ensure transparency in all operations.

5. Basis of Recommendations

These recommendations are based on:

1. Core competencies and consistency with mission: They leverage BRAC's strengths in social development, entrepreneurship, and technology while aligning with its mission of alleviating poverty and empowering communities.

2. External customers and internal clients: They address the needs of donors, beneficiaries, and staff, ensuring long-term sustainability and impact.

3. Competitors: They position BRAC to compete effectively in the evolving development landscape by embracing innovation, diversifying revenue streams, and building strategic partnerships.

4. Attractiveness ' quantitative measures if applicable: These recommendations are expected to enhance BRAC's financial sustainability, increase program impact, and expand its reach.

Assumptions:

  • The global development landscape will continue to evolve, with increasing demand for innovative solutions.
  • Technology will play a significant role in enhancing development outcomes.
  • Private sector engagement in development will continue to grow.

6. Conclusion

BRAC stands at a critical juncture. By embracing digital transformation, expanding its program portfolio, diversifying revenue streams, strengthening partnerships, and enhancing brand management, it can navigate the challenges of 2020 and beyond, achieving continued growth and impact.

7. Discussion

Alternatives:

  • Maintaining the status quo: This carries significant risks, as it would limit BRAC's ability to adapt to evolving needs and compete effectively.
  • Focusing solely on traditional development: This would limit BRAC's ability to leverage new opportunities and diversify its revenue streams.

Risks:

  • Technological disruption: BRAC needs to stay ahead of the curve in technology adoption to avoid being left behind.
  • Financial sustainability: Diversifying revenue streams and attracting impact investors is crucial for long-term sustainability.
  • Organizational change management: Implementing these recommendations requires effective change management to ensure buy-in and successful execution.

Key Assumptions:

  • The global development landscape will continue to evolve, with increasing demand for innovative solutions.
  • Technology will play a significant role in enhancing development outcomes.
  • Private sector engagement in development will continue to grow.

8. Next Steps

  • Develop a detailed strategic plan: Outline specific goals, objectives, and action plans for implementing the recommendations.
  • Form a dedicated task force: Assemble a team to lead the digital transformation, program expansion, and partnership development initiatives.
  • Secure funding: Identify potential sources of funding for the new initiatives, including impact investors, foundations, and government grants.
  • Pilot test new programs: Implement pilot projects to test the effectiveness of new programs and gather feedback.
  • Monitor progress and adapt: Continuously monitor the implementation of the strategy and make adjustments as needed.

By taking these steps, BRAC can ensure its continued success as a leading force in international development, empowering communities and creating a more equitable world.

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Case Description

In 2020, the largest non-governmental organization in the world, BRAC, headquartered in Dhaka, Bangladesh, has some big problems to tackle. Its founder, Sir Fazle Hasan Abed, has left behind a challenge: take the 1981-founded organization from Bangladesh to every single part of the world and create a global set of programs and program heads. Active in education, health, microfinance and poverty alleviation, BRAC is also entering the humanitarian and relief world through its work with Rohingya refugee camps in Bangladesh. What will be the way forward for this global NGO based in the South?

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